Franco's Story

      Franco is passionate about his work. He takes his job very seriously, working long hours to accomplish the many tasks he takes on. When asked to accept a new project, Franco rarely says No. Several years ago, Franco's organization was engaged in a strategic planning exercise that was looking at priorities for the short- and long-term. One of the initial activities of the strategic planning process was a survey of the employees to determine the key values of the organization. Franco was asked to lead a task force to conduct the survey and, of course, he said Yes.

      The task was complex, with input required from across the organization. Franco's task force conducted the survey and various forums to hear from everyone. They then studied the results and wrote a report. The report was circulated and generated a lot of interest. Franco was pleased to have the work done and felt a great sense of accomplishment. Then things changed. There was widespread criticism of the report. The results were ridiculed. People argued that the survey was not conducted properly and, therefore, the results were wrong. In fact, all that Franco did was to tell members of the organization what they themselves had answered on the survey.

      What they were really challenging were the answers of their peers. The people complaining were generally the older employees of the organization who did not listen to the viewpoints of the newer members who now made up the majority. Since they did not listen to the younger employees, the older employees did not recognize these values when they were reported by Franco. Unfortunately, Franco got caught in the middle of this. His report was, in fact, accurate. But Franco took the criticism very personally. He was quite devastated that his work, so carefully done with much consultation, could be viewed as flawed. The conflict wounded him personally and deeply, and the hurt remained for many months.